PROJECT REPORT

ON
EMPLOYEE ENGAGEMENT
(HRM)

In partial fulfillment of requirement of the prescribed course

for
Masters of business communication

 PREFACE
The basic aim of these training is to let the
student know and understand the various principles,their
applications in the life and to become aware of the working
environment in affirm or a factory training and such other
methods have been used to develop a culture and also this
situation ,makes a strategy to invoke correct principles.
My project is devoted under the heading :
EMPLOYEE ENGAGEMENT
The project though includes the whole HRM
procedure followed in the TAJ HOTEL,CHANDIGARH.

Acknowledgement
Learning in life with a difference is what my experience
been during the study. It was wonderful and enriching experience
which has exposed me to real life and has helped me in
understanding and preparing for forthcoming end over in my life,
concerning with ever expanding Indian Industry.
It is only through the guidance and genuine effort that any
kind of endeavor becomes a success. The completion of this project
is an ample proof of the same and hence I would like to express my
gratitude to Mr. Rajeev Kumar (HOD HR) for their invaluable
assistance and constant encouragement as my project guide and
who made this whole project a huge learning experience. Their vision
and imagination were the guiding factor for my work. I hereby seek to
express my profound and deep sense of gratitude in acknowledging
the support and guide offered to me by the lecturers of MBA.
I would also like to thank Mrs. JEETIKA NANGRA & Mr.
VIJAY for providing me the opportunity to add a new dimensions in
my knowledge and personality.
I am also thankful to all my colleagues for their help while
I was working on my Project.

 Certificate

CONTENTS
1. INTRODUCTION TO COMPANY
(a) THE HOUSE OF TATAS
(b)GLORIOUS YEARS OF TAJ
(c)CURRENT STATUS
A)STRATEGIC BUSINESS UNIT
B)TAJ LUXURY HOTELS
C)TAJ BUSINESS HOTELS
D)TAJ LEISURE HOTELS
(d)PEOPLE PHILOSOPHY
(e)EARTH
(i) Vision, Mission & Game plan
(ii)value
(iii)management and family members at taj
(f)product information
2. INTRODUCTION TO PROJECT
3. OBJECTIVES
4. INTRODUCTION TO HRM

4.1

EMPLOYEE ENGAGEMENT.

5.RESEARCH DESIGN
5.1

RESEARCH DESIGN

5.2

REVIEW OF PROCESS (HRM)

5.3

SCOPE OF STUDY

5.4

PROJECT TOPIC SELECTION

5.5

DATA COLLECTION

5.6

DATA ANALYSIS

5.7

LIMITATIONS OF STUDY

6. EMPLOYEE ENGAGEMENT
7. COMMENTS BY MENTOR
8. CONCLUSIONS
9. .BIBLIOGRAPHY
10. SAMPLES

INTRODUCTION TO COMPANY

THE HOUSE OF TATAS

Mr. Jamsetji Nusserwanji Tata founded the House of Tatas in 1868, when he was just 29
year old. He was among Indias pioneering industrialists and a man of great vision. He
established Tata Sons Ltd, thus laying down the foundation for one of the largest
conglomerates in India. Even so early in the era of industrialization, he envisioned the
need of various industries like Iron and Steel, Textiles, Electricity and Hotels.
Mr. Jamsetji Tata was a philanthropist who believed in wealth creation through
employment for the good of society. He died in 1903, leaving behind his ideals and
practices on which the organisation is based and is highly respected not only in India but
also the world over. The name Tata communicates Leadership with Trust.
In July 1938, Mr. J.R.D. Tata took over the reins as Chairman, Tata Sons. Today, the Tata
Sons Ltd under the leadership of Mr. Ratan Tata has a turnover in excess of Rs. 52,000
crores, from nearly 90 companies and over 2,70,000 employees.

Management
Mr. Raymond Bickson

Mr. Sanker Parameswaran

Managing Director & CEO

Vice President

Legal & Company Secretary

Mr. Anil P. Goel
Executive Director - Finance

Mr. Veer Vijay Singh

Chief Operating Officer - Upper

Mr. Abhijit Mukerji

Upscale Hotels

Executive Director - Hotel Operations

Ms. Jyoti Narang
Mr. Ajoy K. Misra

Chief Operating Officer - Luxury

Sr. Vice President

Division

Sales & Marketing

Taj Hotels Resorts and Palaces

Mr. Prakash V. Shukla

Mr. P. K. Mohankumar

Sr. Vice President Technology &

Chief Operating Officer

Chief Information Officer

Gateway Brand

Mr. H.N. Shrinivas

Mr. Rajiv Gujral

Sr. Vice President - Human Resources

Chief Operating Officer &

Sr. Vice President

Mr. Kanak Kothari

Mergers, Acquisitions & Development

Vice President
Projects

Mr. Prabhat Pani

Chief Executive Officer
Roots Corporation Limited

The Tata Group:

Profile:
Type:

Private Conglomerate (BSE)

Founded:

1868 by Jamshetji Tata

Headquarters: Mumbai and Navi Mumbai, Maharashtra, India

Key people:
Ratan Tata
Pradeep Daswani Tata
NA Soonawala
JJ Irani
RK Krishna Kumar
R Gopalakrishnan
Ishaat Hussain
Kishor Chaukar
Arunkumar Gandhi
Alan Rosling

Industry:
Engineering
Materials
Information technology
Communication
Automotive
Chemicals
Energy
Products

Steel

Automobiles
Telecommunications
Software

 Hotels
Consumer goods

Revenue:

US$ 72.5 billion (Feb 2009)

Net income:

US$ billion (FY 2007)

Employees:

350,000 (2008)

The Tata logo

The Tata logo was designed by the Wolff Olins
consultancy. The logo is meant to signify fluidity; it
may also be seen as a fountain of knowledge; maybe
a tree of trust under which people can take refuge. The
image is placed in the infobox at the top of the article
discussing Tata Group, a subject of public interest.
The significance of the logo is to help the reader
identify the organization, assure the readers that they
have reached the right article containing critical
commentary about the organization, and illustrate the organization's intended branding
message in a way that words alone could not convey.

GLORIOUS YEARS OF THE TAJ

Two beautiful palaces in Rajasthan were linked up to the Taj Lake Palace,
1971-72

Udaipur, a marble dream afloat Lake Pichola an Rambagh Palace,

originally created at the height of Rajput splendour.
A new company, The oriental Hotels Limited, built the Taj Coromandel

1974

Hotel at Chennai, the finest hotel in South India.

The Taj Group entered into an allied business with the Taj Flight Kitchen,

1976

adjacent to the Santa Cruz airport.

In Mumbai, The President Hotel became a part of the chain and was

1977

transformed into one of the most successful hotels in India.

The glittering Taj Mahal Hotel was inaugurated at New Delhi, which

1978

instantly became one of the greatest success stories in the history of

hotels.
The ancient city of Varanasi on the banks of the sacred Ganges became a

1983

further link in the Taj Group of Hotels with the opening of Taj Ganges,
Benares.
To coincide with the Asian Games, the gigantic Taj Palace Hotel at Delhi,

1980

with its massive Convention Centre was opened.

Another Taj Air Caterers unit was added near the Indira Gandhi

1983

International Airport, New Delhi.

Three more beautiful hotels were added to the chain - Connemara Hotel in
Chennai, The Taj West End in Bangalore - a magnificent property
1984

sprawled over twenty acres and Savoy Hotel atop the Nilgiris at
Ootacamund, Tamil Nadu.
Jai Mahal Palace at Jaipur and Taj View Hotel at Agra were added to the

1985-87

group in 1985 - Hotel Chandela was added to the chain in 1986.

The Sawai Madhopur Lodge deep in the heart of Rajasthan was a unique

1988

addition.
Taj Bengal Calcutta and Gateway Hotel on Residency Road Bangalore

1989

was opened.
Ambassador Hotel Delhi came under the umbrella of the Taj Group of

1990

1991
1992
1993

Hotels.
Taj Garden Retreat Conoor became another jewel in the crown.
In the port city of Vishakapatnam Taj Residency opened its doors.
Taj Residency Aurangabad, Manjarun Mangalore joined the chain.
Taj Residency Ernakulam marked the 2nd hotel of the Taj group in Gods

1994

own country Kerala.

Two hotels opened their doors; one was the Taj Residency Lucknow

1995

1996

located on the banks of the Gomti and the other was the spacious Taj
Residency Indore.
Taj Residency Nashik and Taj Garden Retreat Varkala were started to
cater to the business traveller and the leisure traveller respectively.

Housing the Taj Ayurveda Centre. Taj Residency Calicut began offering
1997

1998

the renowned ayurvedic messages from Kerala.

Taj Garden Retreat Thekkady was opened - a veritable Eden as we call it.
The end of the millennium marked the opening of Taj Exotica Goa
surrounded over 60 acres of beautifully landscaped gardens. The Blue

1999

Diamond in Pune and City Inn Baramati were also added by means of
acquisition.

2000

The dawn of the New Millennium brought with it two more mergers in the
city of Hyderabad The Taj Krishna and the Taj Residency.
Taj Exotica, Maldives was added to the family of International Taj

2002

Properties offering facilities of resorts and spa, which attracts, many

tourists. Another huge property was added in this year in Mumbai by the
name of Taj Lands End in northern Mumbai (formerly a Regent property)
a huge 500 room property adding to the luxury segment of the group.

2003

Taj Residency Vadodara

2004

Taj Wellington Mews, Mumbai

Usha kiran Palace
Taj Exotica Resort & Spa- Mauritius
Taj Green Cove resort- Kovalam
Taj Dennis Island Seychelles
Ummed Bhawan Palace- Jodhpur- Heritage property taken over

2005

Taj Chandigarh, Chandigarh

The Pierre- New York

CURRENT STATUS
STRATEGIC BUSINESS UNITS (SBUs)
The Taj Group of Hotels is one of the largest hotel chain in South Asia with 63 hotels in
India and abroad with a turnover of Rs. 1150 crores. The Taj Hotels operate through four
strategic business units which are; Luxury, Leisure and Business.

TAJ LUXURY HOTELS

The Taj Luxury Hotels capture the essence of the Taj experience. Located in the main
political and commercial cities of India they maintain the highest sta ndards of all the
services they offer. With exquisitely appointed rooms and modern facilities of these
hotels offer the finest standards of hospitality and service.

1. Taj Mahal Hotel - Mumbai

9. Taj Lands end, Mumbai

2. Taj Coromandel - Chennai

10. Rambagh Palace, Jaipur

3. Taj Mahal Hotel - New Delhi

11. Lake Palace, Udaipur

4. Taj Bengal Kolkatta

12. Taj West End Bangalore

5. Taj Palace Hotel New Delhi

6. Crowne Plaza London- St. James
Hotel and Suites
7. Ummed Bhawan Palace Jodhpur
8. Taj Krishna Hyderabad

13. UK, London 51 Buckingham

Gate
14. Taj Exotica, Maldives
15. Taj Exotica Resort & SpaMauritius
16. Taj Wellington Mews, Mumbai
17. The Pierre- New York

TAJ BUSINESS HOTELS

Located in the heart of Indias key commercial cities and towns, the hotels provide every
modern facility at particularly attractive room with international style hotels meet the
growing needs of business travellers to cities, which are rapidly industrializing and
expanding.

1. Taj President (Mumbai)

12. Taj Residency (Lucknow)

2. Taj Residency Ummed

13. Taj Residency (Nashik)

(Ahmedabad)

14. Taj Blue Diamond (Pune)

3. Taj Residency (Aurangabad)

15. Taj Residency (Vishakhapatnam)

4. Taj Residency (Bangalore)

16. Taj Residency (Vadodara)

5. Taj Residency (Hyderabad)

17. Taj Palace, Dubai

6. Taj Residency (Calicut)

18. The Pamodzi Hotel, Lusaka

7. Taj Connemara (Chennai)

(Zambia)

8. Taj Residency (Ernakulam)

19. Airport Garden Hotel, Colombo

9. Taj Sheba, Sanaa

20. Taj Chandigarh,Chandigarh

10. Taj Samudra, Colombo

11. Taj Banjara (Hyderabad)

TAJ LEISURE HOTELS

At the Taj Leisure Hotels, pleasure seekers, the curious and those simply get away from it
all can do just that. These properties include idyllic between genuine palaces, turn-of-thecentury garden retreats, hotels located in pilgrim centres and some of Indias best wildlife
sanctuary offering you experiences entirely unique in the themselves.

Taj Palace Hotels

Taj Resort Hotels

1. Jai Mahal Palace (Jaipur)

3. Fishermans Cove {Chennai}

2. Usha kiran Palace (Gwalior)

4. Fort Aguada Beach Resort (Goa)

5. Taj Exotica (Goa)
6. Taj Holiday Village (Goa)
7. Taj Green Cove Resort- Kovalam

Taj Garden Retreats

8. Taj Garden Retreat (Chikmagalur)
9. Taj Garden Retreat (Coonoor)
10. Taj Garden Retreat (Kumarakom)
11. Taj Garden Retreat (Madurai)
12. Taj Garden Retreat (Thekkady)

Taj Cultural-Centre Hotels

14. Taj View Hotel (Agra)
15. Taj Ganges (Benaras)
16. Taj Malabar (Cochin)
17. Taj Hari Mahal (Jodhpur)
18. Hotel Chandela (Khajuraho)

13. Taj Garden Retreat (Varkala)

Taj Gateway Hotels

19. Gateway Hotel on Residency Road
(Bangalore)

Taj Other Hotels

20. Taj Kuteeram (Bangalore)
21. City Inn (Baramati)
22. Ramgarh Lodge (Jaipur)
23. Manjarun Hotel (Mangalore)
24. The Ambassador Hotel
(New Delhi)
25. Savoy Hotel (Ooty)

26. The Gir Lodge (Sasan Gir)

27. The

Sawai

Madhopur

(Madhopur)
28. Rawal Kot Hotel (Jaisalmer)
29. Taj Exotica, Bentota(Sri Lanka)
30. Taj Coral Reef, Maldives
31. Sohar Beach Resort , Oman
32. SMS Hotel- Jaipur

Lodge

TAJ PEOPLE PHILOSOPHY

You are an important member of the Taj family. We endeavor to select, retain and
compensate the best talent in the industry. We reward and recognize quality customer care
based upon individual and team performance. We commit to providing you with
opportunities for continuous learning and development.
We abide by fair and just policies that ensure your well-being and that of your family, the
community and the environment.
We commit to regular and formal channels of communication, which nurture openness
and transparency.
We strongly believe that you are the Taj.

TAJ COMMUNITY DEVELOPMENT PHILOSPHY

The Taj Group of Hotels is deeply committed to serve the community. We recognise that
the Company is not just another stakeholder in our businesses, but serving the community
is central to the core values we adhere to in the Taj Group.
We believe that being a good corporate citizen significantly enriches corporate purpose.
The Taj Group expresses the commitment through programmes evolved out of our core
competency in hospitality management.
We further believe that service to the people finds complete expression in the form of
corporate-volunteering because it not only revives the spirit of learning in organisations,
but also more significantly offers its transformational benefits to the employee.
We therefore strive to constantly build our professional and organisational capabilities to
strengthen our outreach to the people, particularly the under-privileged.

Taj Hotels Resorts and Palaces presents EARTH

~ Environment Awareness & Renewal at Taj Hotels gets Green Globe Certification ~
Taj Hotels, Resorts and Palaces, today a global hospitality chain with over 75 properties
in over 60 locations, has been a steward of social responsibility since its founding in
Mumbai, India, in 1903. As part of Indias premier business house, the Tata Group, Taj
Hotels and its holding company, the Indian Hotel Company Co Ltd, are committed to
serving its many local communities by furthering education and skills training,
particularly among rural populations; preserving Indian art, culture and wildlife, and
promoting sustainable, environmentally sound operations.

In an Endeavour to reinstate its vision and efforts to boost sustainable tourism and
integrate environment management in all business areas, Taj Hotels Resorts and
Palaces presents EARTH (Environment Awareness & Renewal at Taj Hotels), a project
which reiterates the conscious effort of one of Asias largest and finest group of hotels to
commit to energy conservation and environmental management. EARTH has received
certification from Green Globe, the only worldwide environmental certification program
for travel and tourism.
Taj Hotels has joined the internationally-recognised Green Globe benchmarking and
certification system as an extension of its existing environmental policies. Taj Hotels has
long recognised that as a leader it has an important contribution to make and a
responsibility to demonstrate to others how they can be part of the fight against climate
change.
Having implemented the Environmental Awareness and Renewal (EARTH) programme,
a project which began as a conscious effort to commit to energy conservation and other
sustainability strategies, Taj Hotels was one of the first groups to join the tourism industry
in its efforts.
With environmental management gaining utmost importance across sectors and
industries, Taj Hotels Resorts and Palaces will consciously focus on spearheading several
efforts primarily in the engineering and energy conservation areas.
Currently driven by several initiatives under the Eco Taj Policy, Taj Hotels will map the
best practices under EARTH and drive them across all areas of operations and new
product development in the group. This also marks the Groups efforts in continuing to
build and sustain awareness of discerning customers who are socially conscious.
Green Globe will provide the EARTH project with independent and comprehensive proof
of their environmental commitment through the monitoring and improvement reports
Green Globe will produce for Taj Hotels each year as part of the certification procedure.
Taj Hotels commitment to sustainability has its pragmatic purposes as well With a vision
to create sound environment management in its operations as well as product
development strategies, Taj Hotels has always believed in improving the quality of life of
the communities and has been committed to environment conservation. Caring for and
protecting the environment is an essential part of corporate ethos.

About Green Globe

Green Globe is the international benchmarking and certification programme for the travel
and tourism industry based on the Agenda 21 principles for Sustainable Development
endorsed by 182 Heads of State at the United Nations Rio Earth Summit in 1992. . Green
Globe, is the only worldwide environmental certification program for travel and tourism
with participants in more than 50 countries Green Globe is managed by EC3 Global, a

subsidiary of the Sustainable Tourism Co-operative Research

VALUES

 PEOPLE
DIVERSITY, INTEGRITY & RESPECT
PASSION FOR EXCELLENCE
EXCEED EXPECTATIONS
INNOVATION
SENSE OF URGENCY & ACCOUNTABILITY
SOCIAL RESPONSIBILITY
JOY AT WORK

TAJ CHANDIGARH,CHANDIGARH

Location
Address

Phone no. :
Facsimile :

Block no.9, Sector 17-A Chandigarh-160017

0172-5513000
0172-5514000

Location : Stylish, Contemporary yet elegant Taj Chandigarh is ideally

located --in the heart of the city. It is a pioneer Five star hotel in the city
beautiful.
Taj Chandigarh is 20 minutes drive from the airport and 15 minutes from
railway station. Situated amidst 3 acres, Taj Chandigarh offers convenience
amidst a gentle ambience.
Designed by Tom Cattalo, it is a business travelers dream come true.

FAMILY MEMBERS AT THE TAJ CHANDIGARH

Mr. Anil Malhotra

General Manager

Chef Neeraj chaudhary

Executive Chef

Mr. mann Singh

Chief Engineer

Mr. Sandeep makroo

Sales Manager

Mr. Dinesh Khandka

Chief Accountant

Mr. R. K Misra

Purchase Manager

Mr Rajeev kumar.

Human Resource Manager

Mr. ashish bali

Security Manager

Mr. Sanjeev

Food & Beverage Manager

Mr. Shiv Kumar

Laundry Manage

Mr.Vikas Nagwani

Learning and development

FOOD & BEVERAGE OUTLETS

(cafe17)
All day dining restaurant is indeed a gourmets paradise. It is primarily a Mediterranean
eatery
The guest starts its day with the breakfast news which is projected on huge screens, lunch
with sports and dinner with pleasant candle light and soft music.
The guest can sit in open air too- an Alfrescoa romantic set up near the water body. A
rare combination of fire and water.

caf 17

DERA
Our Indian Specialty Restaurant, open from 19:30hrs 23:45 hrs. To relish authentic
North frontier cuisine in an international outfit, visit Dera.
A contemporary Indian restaurant .serving the delicacies of Punjab, Lahore and
Peshawar.
An interactive live kitchen adds to its charm.

DERA

LAVA BAR

LAVA BAR
A colorful trendy lava bar brings in the exotic cocktailsand finest single malts. Adorned
with lava lamps this bar is unique in its own kind. Plays live music every evening to
ignite you. To believe the flair.a must visit!!!!

BANQUET
Taj Chandigarh has 05 sound proof, elegantly designed banquet halls to suit your
requirement.

THE GRAND BALL ROOM

Intricately hand woven carpets, lace wood veneer paneling and exquisite chandelier adorn
the 4500 sq ft pillar less Grand ball room, providing the perfect back drop for meetings,
conferences and social events.
The entire ball room which can accommodate up to 550 guests for an auditorium style
seating can be portioned into three halls for smaller functions

Annexe can be combined with the Grand ball room, can accommodate 55 people
Capitol- A small meeting room can accommodate 20 people
Forum - A 3300 sq ft terrace hall, which can accommodate up to 350 guests, opens
into a green lawn and is ideal for cocktail parties

FITNESS CENTRE
It is located on the first floor . It is open to the room guests and members only.
We have well equipped Health Club having most modern amenities and equipment for
exercising and jogging (Gymnasium Room).
Facilities include Treadmill, Stepper, Cross trainer, Rower and upright and
recumbent cycle. Flexibility, Massage section offers Swedish massage, Ayurvedic
massage, Aromatherapy, Reflexology.
The Spa consists of steam rooms, chill showers .

BUSINESS CENTRE
Business Centre is located at the lobby level and it is 24-hours open. Taj Chandigarh
Business Centre furnishes entire requirements of todays Business traveller ranging from
conference rooms to services like offering high speed Wireless Internet connectivity,
Work Stations, Multimedia Computers, Laptops, Photocopiers, Scanning, Spiral Binding,
Laser , Black and White and colour Printer, Courier Services, Faxes, and above all
Secretarial Services. We also provide equipments like O.H.P, Data Projector / LCD .

TRAVEL DESK
Open round the clock. Facilities include booking / confirmation/ cancellation of air
tickets, car and coach hire, domestic and international air ticketing / rail ticketing, air
charters and destination management and itinerary planning. Regarding car hire, cars are
made available immediately.

INTRODUCTION TO PROJECT

3. OBJECTIVES
(a) To study the satisfaction level of the employees in the organization
(b) To check the benefits and facilities provided to the employees by the organization
(c) To check the strategies follow by the organization to engage the maximum number
of Employees.

INTRODUCTION TO HRM
Human Resource Management (HRM) is the function within an
organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization. Human
Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals

with issues related to people such as compensation, hiring,
performance management, organization development, safety,
wellness, benefits, employee motivation, communication,
administration, and training.

The Human Resources Management (HRM) function includes a variety

of activities, and key among them is deciding what staffing needs you
have and whether to use independent contractors or hire employees to
fill these needs, recruiting and training the best employees, ensuring
they are high performers, dealing with performance issues, and
ensuring your personnel and management practices conform to
various regulations. Activities also include managing your approach to
employee benefits and compensation, employee records and personnel
policies. Usually small businesses (for-profit or nonprofit) have to carry
out these activities themselves because they can't yet afford part- or
full-time help. However, they should always ensure that employees
have -- and are aware of -- personnel policies which conform to current
regulations. These policies are often in the form of employee manuals,
which all employees have. Note that some people distinguish a
difference between HRM (a major management activity) and HRD
(Human Resource Development, a profession). Those people might
include HRM in HRD, explaining that HRD includes the broader range of
activities to develop personnel inside of organizations, e.g., career
development, training, organization development, etc.

Functions of human resource management

A}Understanding and relating to employees as individuals, thus identifying
individual needs and career goals.
B}Developing positive interactions between workers, to ensure productivity
and development of a uniform organizational culture.
C}Identify areas that suffer lack of knowledge and insufficient training,
D}Recruiting the required workforce and making provisions for expressed
and promised payroll and benefits

4.1

EMPLOYEE ENGAGEMENT

Employee engagement, also called work engagement or worker engagement, is a

business management concept. An "engaged employee" is one who is fully involved in,
and enthusiastic about, his or her work, and thus will act in a way that furthers their
organization's interests.

Origins
Engagement at work was conceptualized by William A. Kahn (1990) as the harnessing
of organizational members selves to their work roles. In engagement, people employ and
express themselves physically, cognitively, and emotionally during role performances.
The second related construct to engagement in organizational behaviour is the notion of
flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as
the holistic sensation that people feel when they act with total involvement. Flow is the
state in which there is little distinction between the self and environment. When
individuals are in Flow State little conscious control is necessary for their actions
Employee Engagement as the extent to which workforce commitment, both emotional
and intellectual, exists relative to accomplishing the work, mission, and vision of the
organization. I see engagement as a heightened level of ownership where each employee
wants to do whatever they can for the benefit of their internal and external customers, and
for the success of the organization as a whole.
Employee engagement was described in the academic literature by Schmidt et al. (1993)
using data from Gallup's engagement survey. A modernized version of job satisfaction,
Schmidt et al.'s influential definition of engagement was "an employee's involvement

with, commitment to, and satisfaction with work." This integrates the classic constructs
of job satisfaction, and organizational commitment. Harter and Schmidt's (2003) most
recent meta-analysis can be useful for understanding the impact of engagement.
Linkage research (e.g., Treacy) received significant attention in the business community
because of correlations between employee engagement and desirable business outcomes
such as retention of talent, customer service, individual performance, team performance,
business unit productivity, and even enterprise-level financial performance (e.g., Rucci at
al, 1998 using data from Sears). Some of this work has been published in a diversity
context . Directions of causality were discussed by Schneider and colleagues in 2003.
Employee engagement is derived from studies of morale or a group's willingness to
accomplish organizational objectives which began in the 1920's. The value of morale to
organizations was matured by US Army researchers during WWII to predict unity of
effort and attitudinal battle-readiness before combat. In the post-war mass production
society that required unity of effort in execution, (group) morale scores were used as
predictors of speed, quality and militancy. With the advent of the knowledge worker and
emphasis on individual talent management (stars), a term was needed to describe an
individual's emotional attachment to the organization, fellow associates and the job. Thus
the birth of the term "employee engagement" which is an individual emotional
phenomenon whereas morale is a group emotional phenomenon of similar characteristics.
In other words, employee engagement is the raw material of morale composed of 15
attitudinal drivers.

Generating engagement
Recent research has focused on developing a better understanding of how variables such
as quality of work relationships and values of the organization interact and their link to
important work outcome 84% of highly engaged employees believe they can positively
impact the quality of their organization's products, compared with only 31 percent of the
disengaged. From the perspective of the employee, "outcomes" range from strong
commitment to the isolation of oneself from the organization. The study done by the
Gallup Management Journal has shown that only 29% of employees are actively engaged
in their jobs. Those "engaged" employees work with passion and feel a strong connection
to their company. About of the business units scoring above the median on employee
engagement also scored above the median on performance. Moreover, 54% of employees
are not engaged meaning that they go through each workday putting time but no passion
into their work. Only about of companies below the median on employee engagement
scored above the median on performance.
Access to a reliable model enables organizations to conduct validation studies to establish
the relationship of employee engagement to productivity/performance and other measures
linked to effectiveness.

It is an important principle of industrial and organizational psychology (i.e. the

application of psychological theories, research methods, and intervention strategies
involving workplace issues) that validation studies should be anchored in reliable scales
(i.e. organized and related groups of items) and not simply focus on individual elements
in isolation. To understand how high levels of employee engagement affect organizational
performance/productivity it is important to have an a priori model that demonstrates how
the scales interaction. Unfortunately, the major consulting firms have ignored this basic
and critical aspect. To date, the only a priori model of which I am aware is that by Dr.
Paul MarcianoThe RESPECT Model.
There is also overlap between this concept and those relating to well-being at work and
the psychological contract.
As employee productivity is clearly connected with employee engagement, creating an
environment that encourages employee engagement is considered to be essential in the
effective management of human capital.

5. RESEARCH DESIGN
5.1

RESEARCH DESIGN

Every research project conducted scientifically has a specified framework that is used as
a guide in the collection of data .It it s a blue print that is followed in completing a project
research design. Ensure that economical way of data collection will be adopted and will
be relevant to problem. Research conducted without research design is likely to cost more
may also not serve the desire purpose.
To plan a research project it is necessary to anticipate all the steps, which must be
undertaken to complete it successfully. These steps have their own incivility but they are
interrelated with each other so that while planning for a particular step the researcher
keeps in mind all other steps as well in other words, it can be said that the first must be
planned with second and so on keeping in the integrated nature of the steps.
All these steps may be put together under the research design in planning a
research project, it has to be seen that each steps to be planned in a particular manner and
then study should be undertaken.

Researcher must prepare a plan for each of the research design.

DATA COLLECTION
DATA ANALYSIS

LIMITATION OF RESEARCH
Each of the research has a source of error. But due care has
been taken to minimize these error in the best possible manner. This study
certainly cannot be an ideal one but I have done my best to make the fair
attempt.
5.2

REVIEW OF PROCESS (HRM)

HR Department handles the functions and responsibilities which no one else either
wants or is capable of doing. From recruiting to orienting new employees, from writing
job descriptions to tracking attendance, and from instituting and monitoring policies to
monitoring benefits, there has been a need for an HR generalist to assist senior
management in both establishing a structure to holding down costs of administration. It is
thus one of the core department of the organisation which handles all the grievances of
the emolyees as well.

HR Systems
A Management style which is participative and consensus based.
A Work culture which is open, informal & collaborative.
A Communication style, which is open and not bound by traditional hierarchies.
A Compensation & Benefits package which rewards and recognizes the best.

5.3

SCOPE OF STUDY

The project will be a learning device for business management students. Through this
project we will study the process of employee engagement in which one will be able to
determine that how employees are fully involved in the organization with enthusiasm in
his/her work.
The upcoming managers can take benefits from our views and

recommendations. At least they could get some hints and get better off.

5.4

DATA COLLECTION

The step that follows sample design in research process is that of data collection. The
selection of data is a critical point in the research process.
There are two basic sources of data collection:-

1. PRIMARY SOURCES
2. SECONDARY SOURCES

PRIMARY SOURCES:
Information obtained from original sources by the researcher. Primary data can be
gathered slowly at high cost. But it offers much greater accuracy and reliability. It is
personally developed and it gives the latest information. The primary data is collected
from external sources by the researcher.
In primary data collection, you collect the data yourself using methods such as interviews
and questionnaires. The key point here is that the data you collect is unique to you and
your research and, until you publish, no one else has access to it.
There are many methods of collecting primary data and the main methods include:

questionnaires

interviews

focus group interviews

observation

case-studies

diaries

critical incidents

portfolios.

SECONDARY SOURCES:
It is compiled some other than the researcher (not personally developed) for purpose
not directly related to the research currently under consideration. It is already
existing. It is published or semi published data. It must be relevant to research under
study.
Secondary data is readily available for processing. It saves time and is cheaper source
of data; unit cost of information is low.
In this project the data is collected through the secondary sources.
Sources for data collection:1. Associates of the organization.
2. HR department.
3. Learning & Development department.

INTERNET
Search engine:i)

Google search

ii)

Alta Vista Search

iii)

MSN

WEBSITES:-

http://en.wikipedia.org/wiki/employee.engagement
http://www.hrprofessor.com/
http://humanresourse.about.com/od/glossary/f/hr_mgt.hrm

http://brent.tvu.ac.uk/dissguide/hm1u3/hm1u3text3.htm
http://ebn.bmj.com/content/3/3/68.extract
http://www.managementstudyguide.com/secondary_data.htm

5.6

DATA ANALYSIS

The collected data itself does reveal nothing until it is arranged and tabulated in
systematic form by researcher. Then arranged data is analyzed so that information can be
drawn from the data by applying various mathematical & stastical tools, trends analysis
line, graphs & pie diagrams.

MATHEMATICAL & STASTICAL TOOLS

Various mathematical & statistical tools are used such as for tabular analysis percentage
and average was calculated to draw the inferences. It is a very scientific and perfect
analysis in the present study to support the inferences drawn from the tabulated data.

LIMITATIONS OF RESEARCH
Although great care is taken to reduce the errors during the study but there is always a
chance of error. Study was totally dependent upon secondary data collected upon the
primary as well as the secondary source of data that was collected from various sources.
May be the data provided by the organization may not be correct as it is based upon
individuals perception and experience.

6. EMPLOYEE ENGAGEMENT
Employee engagement is the level of commitment and involvement an
employee has towards their organization and its values. An engaged
employee is aware of business context, and works with colleagues to
improve performance within the job for the benefit of the organization.
It is a positive attitude held by the employees towards the organization
and its values. The paper focuses on how employee engagement is an
Antecedent of job involvement and what should company do to make
the employees engaged.

ASPECTS OF EMPLOYEE ENGAGEMENT

Three basic aspects of employee engagement according to the global studies are:a) The employees and their own unique psychological make up and experience
b) The employers and their ability to create the conditions that promote employee
Engagement
c) Interaction between employees at all levels
Thus, it is largely the organizations responsibility to create an environment and culture
Conducive to this partnership, and a win-win equation.

Categories of Employee Engagement

According to the Gallup the Consulting organization
there are there are different types of people.

Engaged--"Engaged" employees are builders. They want to know the desired

expectations for their role so they can meet and exceed them. They're naturally curious
about their company and their place in it. They perform at consistently high levels. They

want to use their talents and strengths at work every day. They work with passion and
they drive innovation and move their organization forward.

Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the

goals and outcomes they are expected to accomplish. They want to be told what to do just
so they can do it and say they have finished. They focus on accomplishing tasks
achieving an outcome. Employees who are not-engaged tend to feel their contributions
are being overlooked, and their potential is not being tapped. They often feel this way
because they don't have productive relationships with their managers or with their
coworkers.

Actively Disengaged--The "actively disengaged" employees are the "cave

dwellers."They're "Consistently against Virtually Everything." They're not just unhappy
at work. Theyre busy acting out their unhappiness .They sow seeds of negativity at every
opportunity. Every day, actively disengaged workers undermine what their engaged
coworkers accomplish. As workers increasingly rely on each other to generate products
and services, the problems and tensions that are fostered by actively disengaged workers
can cause great damage to an organization's functioning.

Importance of Engagement
Engagement is important for managers to cultivate given that
disengagement or alienation is central to the problem of workers lack
of commitment and motivation. Meaningless work is often associated
with apathy and detachment from ones Works. In such conditions,
individuals are thought to be estranged from their selves. Other
Research using a different resource of engagement (involvement and
enthusiasm) has linked it to such variables as employee turnover,
customer satisfaction loyalty, safety and to a lesser degree,
productivity and profitability criteria.

Other factors
Equal Opportunities and Fair Treatment
The employee engagement levels would be high if their bosses (superiors) provide equal
opportunities for growth and advancement to all the employees

Performance appraisal
Fair evaluation of an employees performance is an important criterion for determining
the level of employee engagement. The company which follows an appropriate
performance appraisal technique (which is transparent and not biased) will have high
levels of employee engagement.

Pay and Benefits

The company should have a proper pay system so that the employees are motivated to
work in the organization. In order to boost his engagement levels the employees should
also be provided with certain benefits and compensations.

Health and Safety

Research indicates that the engagement levels are low if the employee does not feel
secure while working. Therefore every organization should adopt appropriate methods
and systems for the health and safety of their employees.

Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is very
essential for an organization to see to it that the job given to the employee matches his
career goals which will make him enjoy his work and he would ultimately be satisfied
with his job.

Communication
The company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the
organization. If the employee is given a say in the decision making and has the right to be
heard by his boss than the engagement levels are likely to be high.

Family Friendliness
A persons family life influences his wok life. When an employee realizes that the
organization is considering his familys benefits also, he will have an emotional
attachment with the organization which leads to engagement

Co-operation
If the entire organization works together by helping each other i.e. all the employees as
well as the supervisors co-ordinate well than the employees will be engaged.

How to measure Employee Engagement?

Gallup research consistently confirms that engaged work places compared with least
Engaged are much more likely to have lower employee turnover, higher than average
Customer loyalty, above average productivity and earnings. These are all good things that
Prove that engaging and involving employees make good business sense and building
Shareholder value. Negative workplace relationships may be a big part of why so many
Employees are not engaged with their jobs.

Step I: Listen
The employer must listen to his employees and remember that this is a continuous
Process. The information employees supply will provide direction. This is the only way
to identify their specific concerns. When leaders listen, employees respond by becoming
more engaged. This results in increased productivity and employee retention. Engaged
Employees are much more likely to be satisfied in their positions, remain with the
Company, be promoted, and strive for higher levels of performance.

Step II: Measure current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to track its
Contribution to the success of the organisation.
But measuring the engagement (feedback through surveys) without planning how to
handle the result can lead employees to disengage. It is therefore not enough to feel the
pulsethe action plan is just as essential.

Knowing the Degree in which Employees Are Engaged?

Employee engagement satisfaction surveys determine the current level of employee
engagement. A well-administered satisfaction survey will let us know at what level of
engagement the employees are operating. Customizable employee surveys will provide
with a starting point towards the efforts to optimize employee engagement.
The key to successful employee satisfaction surveys is to pay close attention to the
feedback from the staff. It is important that employee engagement is not viewed as a one
time action. Employee engagement should be a continuous process of measuring,

analyzing, defining and implementing. The employee survey is a diagnostic tool of

choice in the battle for the hearts of employees. Studies of Gallup, Mercer, Hewitt and
Watson Wyatt (consulting companies) asked workers number of questions relating to
their job satisfaction. Gallup being one of oldest the consulting organisation {in
conducting engagement survey} creates a feedback system for employers that would
identify and measure elements of worker engagement most tide to the bottom line.

Step III: - Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to disengaged
Employees

Step IV: Taking action to improve employee engagement by acting upon

the problem areas
Nothing is more discouraging to employees than to be asked for their feedback and see
no movement toward resolution of their issues. Even the smallest actions taken to address
concerns will let the staff know how their input is valued. Feeling valued will boost
morale, motivate and encourage future input. Taking action starts with listening to
employee feedback and a definitive action plan will need to be put in place finally .

11.COMMENTS BY MENTOR
Will be attached in the hard copy..

12.CONCLUSION
In the present scenario in each and every organization employee
engagement plays a very vital role. An employee should have a level
of commitment and envolvement towards their organization and its
values. An engaged employee is aware of the business context and
work with collegues to improve performance within a job. The
organization must work to develop and nurture engagement which
requires a two way relationship between employer and employee.

13.BIBLOGRAPHY
INTERNET
Search engine:i)

Google search

ii)

Alta Vista Search

iii)

MSN

iv)

Company Brochure

v)

www.tajhotels.com

14. WEBSITES:-

http://en.wikipedia.org/wiki/employee.engagement
http://www.hrprofessor.com/
http://humanresourse.about.com/od/glossary/f/hr_mgt.hrm